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Country Report

Hot Drinks in Uruguay

Apr 2011

Price: $1,900

About this Report

About this Report

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Overview

Discover the latest market trends and uncover sources of future market growth for the Hot Drinks industry in Uruguay with research from Euromonitor's team of in-country analysts.

Find hidden opportunities in the most current research data available, understand competitive threats with our detailed market analysis, and plan your corporate strategy with our expert qualitative analysis and growth projections.

If you're in the Hot Drinks industry in Uruguay, our research will save you time and money while empowering you to make informed, profitable decisions.

When you purchase this report, you also get the data and the content from these category reports in Uruguay for free:

The Hot Drinks in Uruguay market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • Historic volumes and values, company and brand market shares
  • Five year forecasts of market trends and market growth  
  • Robust and transparent market research methodology, conducted in-country

Our market research reports answer questions such as:

  • What is the market size of Hot Drinks in Uruguay?
  • What are the major brands in Uruguay?
  • How has an increasing desire for heart healthy or fiber-added drinks affected the hot drinks industry in Uruguay?
  • Are manufacturers changing packaging sizes and formats to fit an on-the-go lifestyle?
  • How have changing demographics (for example an aging population) affected the hot drinks market in Uruguay?

Why buy this report?

  • Gain competitive intelligence about market leaders
  • Track key industry trends, opportunities and threats
  • Inform your marketing, brand, strategy and market development, sales and supply functions

This industry report originates from Passport, our Hot Drinks market research database.

Sample Analysis

EXECUTIVE SUMMARY

Value sales decreasing

Off-trade value sales of hot drinks continued to grow in current terms in 2010, but overall performance is losing momentum. Growth in 2010 is half the CAGR of the review period due to the maturity of the largest category by volume, other plant-based hot drinks, and because of a very slow evolution of unit prices. Increased competition and the depreciation of the US dollar against the Uruguayan peso kept unit prices steady which impacted adversely on value sales.

La Vuelta influences hot drinks

The launch of La Vuelta by The Coca-Cola Co through Montevideo Refrescos SA was the most important of 2009. It was surprising that a major international player entered a mature category such as other plant-based hot drinks, and this move and the intense advertising behind the launch concerned existing players. Many felt threatened by the presence of the soft drinks giant in a category where up until 2009 players were content with their shares. Unit prices stagnated in 2010 and many companies responded with their own advertising campaigns, saturating local TV channels and radio with yerba maté advertisements. If La Vuelta is able to capture the share the company targeted by the end of 2011, other plant-based hot drinks, comprising yerba maté, may change permanently.

Leaders maintain their grip

The same two companies that dominated hot drinks in the review period, Canarias SA and Nestlé del Uruguay SA, continued in the top two places in 2010, increasing their respective shares. Domestic company Canarias SA remains the undisputed leader of other plant-based hot drinks, comprising yerba mate. Nestlé del Uruguay built its share around its success with best-selling brands such as Nescafé and the domestic El Chaná in coffee and Vascolet in flavoured powder drinks. Ranking third overall but far behind the leaders is Instituto Botánico La Selva SRL. It is in the top position in tea sales in 2010 and remains in second place in other plant-based hot drinks.

Internet retailing increases

From 2005 to 2010 internet retailing grew by 13 times in volume as three of the main supermarkets/hypermarkets chains, Supermercados Devoto Hnos SA (Casino Guichard-Perrachon SA), Tienda Inglesa (Henderson & Cía SA) and Multi Ahorro (Mimatéc SA) improved their respective web pages. Sales through this channel continued to grow throughout the review period. The majority of hot drinks sales however is through store-based retailers. The wide product range available in supermarkets/hypermarkets ensures its lead over small grocery retailers.

Slowing sales ahead

The maturity of other plant-based hot drinks, which already has the highest per capita consumption in the world, combined with high per capita volumes in all other hot drinks categories, will result in an important slowdown in volume growth during the forecast period. The market conditions in 2010, with increased competition especially by players behind the category leaders, is expected to have an adverse effect on the future evolution of unit prices which are expected to grow marginally in constant terms.

Table of Contents

Table of Contents

Hot Drinks in Uruguay - Industry Overview

EXECUTIVE SUMMARY

Value sales decreasing

La Vuelta influences hot drinks

Leaders maintain their grip

Internet retailing increases

Slowing sales ahead

MARKET DATA

  • Table 1 Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2005-2010
  • Table 2 Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2005-2010
  • Table 3 Retail Sales of Hot Drinks by Category: Volume 2005-2010
  • Table 4 Retail Sales of Hot Drinks by Category: Value 2005-2010
  • Table 5 Retail Sales of Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 6 Retail Sales of Hot Drinks by Category: % Value Growth 2005-2010
  • Table 7 Foodservice Sales of Hot Drinks by Category: Volume 2005-2010
  • Table 8 Foodservice Sales of Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 9 Total Sales of Hot Drinks by Category: Total Volume 2005-2010
  • Table 10 Total Sales of Hot Drinks by Category: % Total Volume Growth 2005-2010
  • Table 11 Hot Drinks Company Shares by Retail Value 2006-2010
  • Table 12 Hot Drinks Brand Shares by Retail Value 2007-2010
  • Table 13 Retail Sales of Hot Drinks by Distribution Format: % Analysis 2005-2010
  • Table 14 Retail Sales of Hot Drinks by Category and Distribution Format: % Analysis 2010
  • Table 15 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2010-2015
  • Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2010-2015
  • Table 17 Forecast Retail Sales of Hot Drinks by Category: Volume 2010-2015
  • Table 18 Forecast Retail Sales of Hot Drinks by Category: Value 2010-2015
  • Table 19 Forecast Retail Sales of Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 20 Forecast Retail Sales of Hot Drinks by Category: % Value Growth 2010-2015
  • Table 21 Forecast Foodservice Sales of Hot Drinks by Category: Volume 2010-2015
  • Table 22 Forecast Foodservice Sales of Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 23 Forecast Total Sales of Hot Drinks by Category: Total Volume 2010-2015
  • Table 24 Forecast Total Sales of Hot Drinks by Category: % Total Volume Growth 2010-2015

APPENDIX

Production/Import/Export Data

  • Table 25 Imports of Hot Drinks by Category 2005-2010

DEFINITIONS

  • Summary 1 Research Sources

Hot Drinks in Uruguay - Company Profiles

Instituto Botánico La Selva SRL in Hot Drinks (Uruguay)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 La Selva: Competitive Position 2010

José Aldao SA in Hot Drinks (Uruguay)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 José Aldao SA: Competitive Position 2010

Coffee in Uruguay - Category Analysis

HEADLINES

TRENDS

  • The premiumisation trend in instant coffee that started slowly increased in 2010 as more players joined the leader Nestlé del Uruguay in adding instant speciality coffee to their respective portfolios. With more than a dozen different products each with five brands to choose from and with increasing purchasing power in 2010, consumers responded well to the trend, making instant speciality coffee grow strongly.

COMPETITIVE LANDSCAPE

  • Nestlé del Uruguay continues to dominate coffee off-trade sales in Uruguay with a 65% value share in 2010. The company leads fresh coffee sales with a 35% value share, more than doubling the share of its closest competitor, El Trigal SA. In 1987 Nestlé del Uruguay acquired El Chaná, the traditional brand of fresh coffee in Uruguay, thereby gaining first place in sales. It retained this position as El Chaná remains the preferred brand of Uruguayan consumers. In instant coffee, Nestlé’s dominance is undisputed, combining its two brands (Nescafé and Nescafé Bracafé) for a 75% value share in 2010.

PROSPECTS

  • The premiumisation trend is expected to remain strong during the forecast period. In addition to the cappuccino type in instant speciality coffee with several options from different brands available, companies included premium instant coffee in their portfolios. Nestlé del Uruguay with Nescafé Gold and Nescafé Protect, Extrem SA with Iguaçú Gourmet, Maestros Cafeteros SRL with Saint Granulado Premium and Kraft Foods Uruguay SA with Hag decaffeinated instant coffee provide a product base large enough to keep fuelling future growth.

CATEGORY DATA

  • Table 26 Retail Sales of Coffee by Category: Volume 2005-2010
  • Table 27 Retail Sales of Coffee by Category: Value 2005-2010
  • Table 28 Retail Sales of Coffee by Category: % Volume Growth 2005-2010
  • Table 29 Retail Sales of Coffee by Category: % Value Growth 2005-2010
  • Table 30 Coffee Company Shares by Retail Value 2006-2010
  • Table 31 Coffee Brand Shares by Retail Value 2007-2010
  • Table 32 Forecast Retail Sales of Coffee by Category: Volume 2010-2015
  • Table 33 Forecast Retail Sales of Coffee by Category: Value 2010-2015
  • Table 34 Forecast Retail Sales of Coffee by Category: % Volume Growth 2010-2015
  • Table 35 Forecast Retail Sales of Coffee by Category: % Value Growth 2010-2015

Other Hot Drinks in Uruguay - Category Analysis

HEADLINES

TRENDS

  • The launch of La Vuelta by Montevideo Refrescos (the Coca-Cola bottler in Uruguay) in late 2009 energised other plant-based hot drinks. In 2010, however, it had much more impact. In response to the entry of La Vuelta with a high level of advertising and a rapid growth in volume sales, all the players with traditional brands responded rapidly in terms of advertising since they felt threatened by the presence of a multinational. Even the undisputed leader, Canarias, ran advertisements more frequently and increased prices only marginally to counter the effects of the increased activity.

COMPETITIVE LANDSCAPE

  • Canarias continues to lead other hot drinks off-trade value sales in 2010 with a 40% share, entirely derived from sales of yerba maté where the company holds a 58% share. Nestlé del Uruguay ranks second with 16% from its sales of flavoured powder drinks, a category it dominates with 51% of the sales. Instituto Botánico La Selva is a distant third with a 5% value share.

PROSPECTS

  • For the first time since Canarias reached the leading position in sales of yerba maté, a competitor that not only matches the production capacity of Yerbatera Baldo (Canarias' Brazilian supplier), but far exceeds the leader in overall resources, appeared in Uruguay with The Coca-Cola Co’s La Vuelta. The prospects for the outcome of this conflict are uncertain because the future success of La Vuelta is linked more to getting consumer approval in terms of quality and flavour than in convenient prices and widespread advertising, which will extend far beyond 2015.

CATEGORY DATA

  • Table 36 Retail Sales of Other Hot Drinks by Category: Volume 2005-2010
  • Table 37 Retail Sales of Other Hot Drinks by Category: Value 2005-2010
  • Table 38 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2005-2010
  • Table 39 Retail Sales of Other Hot Drinks by Category: % Value Growth 2005-2010
  • Table 40 Other Hot Drinks Company Shares by Retail Value 2006-2010
  • Table 41 Other Hot Drinks Brand Shares by Retail Value 2007-2010
  • Table 42 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2010-2015
  • Table 43 Forecast Retail Sales of Other Hot Drinks by Category: Value 2010-2015
  • Table 44 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2010-2015
  • Table 45 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2010-2015

Tea in Uruguay - Category Analysis

HEADLINES

TRENDS

  • In 2010 consumers put convenience before price when choosing tea, which boosted the growth of tea bags over loose tea varieties. This was seen in black tea, and the same preference was seen in fruit/herbal, green tea and red tea varieties. Domestic companies had a strong presence in fruit/herbal tea, with traditional herbal tea packed in 100g pouches. However, this format was replaced by tea bags.

COMPETITIVE LANDSCAPE

  • Instituto Botánico La Selva leads off-trade value sales in 2010 with a 17% share, followed by José Aldao with 13% and Unilever del Uruguay with 11%. La Selva derives its share from sales of fruit/herbal tea, green tea and other tea where it is the clear leader. José Aldao and Unilever del Uruguay have a strong presence in black tea with traditional brands, Hornimans and Lipton.

PROSPECTS

  • The trend favouring the convenience of tea bags over the more traditional loose tea varieties is foreseen to remain strong during the forecast period, to the point where both loose black standard tea and loose black speciality tea volumes are expected to decline rapidly. This drop in volume is foreseen to be overcome by even faster growth rates in the tea bags categories.

CATEGORY DATA

  • Table 46 Fruit/Herbal Tea by Type: % Off-trade Volume 2006-2010
  • Table 47 Other Tea by Type: % Off-trade Volume 2006-2010
  • Table 48 Retail Sales of Tea by Category: Volume 2005-2010
  • Table 49 Retail Sales of Tea by Category: Value 2005-2010
  • Table 50 Retail Sales of Tea by Category: % Volume Growth 2005-2010
  • Table 51 Retail Sales of Tea by Category: % Value Growth 2005-2010
  • Table 52 Tea Company Shares by Retail Value 2006-2010
  • Table 53 Tea Brand Shares by Retail Value 2007-2010
  • Table 54 Forecast Retail Sales of Tea by Category: Volume 2010-2015
  • Table 55 Forecast Retail Sales of Tea by Category: Value 2010-2015
  • Table 56 Forecast Retail Sales of Tea by Category: % Volume Growth 2010-2015
  • Table 57 Forecast Retail Sales of Tea by Category: % Value Growth 2010-2015

Segmentation

Segmentation

This market research report includes the following:

  • Hot Drinks
    • Coffee
      • Fresh Coffee
        • Fresh Coffee Beans
          • Fresh Ground Coffee
          • Instant Coffee
            • Instant Standard Coffee
            • Instant Decaffeinated Coffee
        • Tea
          • Black Tea
            • Black Standard Tea
              • Loose Black Standard Tea
              • Tea Bags Black Standard
            • Black Speciality Tea
              • Loose Black Speciality Tea
              • Tea Bags Black Speciality
          • Fruit/Herbal Tea
          • Green Tea
          • Instant Tea
          • Other Tea
        • Other Hot Drinks
          • Flavoured Powder Drinks
            • Chocolate-based Flavoured Powder Drinks
            • Malt-based Hot Drinks
            • Non-Chocolate-based Flavoured Powder Drinks
          • Other Plant-based Hot Drinks

      Statistics Included

      Statistics Included

      For each category and subcategory you will receive the following data in Excel format:

      From Passport

      • Market sizes
      • Company shares
      • Brand shares
      • Distribution
      • Foodservice distribution
      • In-1s instant coffee
      • Off-trade vs on-trade
      • Pricing
      • Products by ingredient
      • Products by ingredient

      Market size details:

      • Retail volume
      • Retail volume % growth
      • Retail volume per capita
      • Foodservice volume
      • Foodservice volume % growth
      • Foodservice volume per capita
      • Total volume
      • Total volume % growth
      • Total volume per capita
      • Retail value retail selling price % growth
      • Retail value retail selling price local currency, USD, EUR, GBP, CHF, JPY
      • Retail value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail value retail selling price real (constant 2008) prices % growth
      • Retail value retail selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail value retail selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail value manufacturer selling price % growth
      • Retail value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
      • Retail value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail value manufacturer selling price real (constant 2008) prices % growth
      • Retail value manufacturer selling price real (constant 2008) prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail value manufacturer selling price real (constant 2008) prices per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail rtd volume
      • Retail rtd volume % growth
      • Retail rtd volume per capita
      • Foodservice rtd volume
      • Foodservice rtd volume % growth
      • Foodservice rtd volume per capita
      • Total rtd volume
      • Total rtd volume % growth
      • Total rtd volume per capita
      • Retail cups volume
      • Retail cups volume % growth
      • Retail cups volume per capita
      • Foodservice cups volume
      • Foodservice cups volume % growth
      • Foodservice cups volume per capita
      • Total cups volume
      • Total cups volume % growth
      • Total cups volume per capita
      • Retail value retail selling price nominal (current) prices % growth
      • Retail value retail selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail value retail selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY
      • Retail value manufacturer selling price nominal (current) prices % growth
      • Retail value manufacturer selling price nominal (current) prices local currency, USD, EUR, GBP, CHF, JPY
      • Retail value manufacturer selling price nominal (current) prices per capita local currency, USD, EUR, GBP, CHF, JPY

      Methodology

      Methodology

      Global insight and local knowledge

      With 40 years’ experience of developed and emerging markets, Euromonitor International’s research method is built on a unique combination of specialist industry knowledge and in-country research expertise.

      This approach is what enables us to achieve our goal of building a market consensus view of size, shape and trends across the full distribution universe of each category. We factor in whichever channels are relevant, from large-scale grocery to direct sellers, from discount stores to local mom-and-pop outlets.

      Industry specialists

      Each industry we cover is managed by an Industry Manager and team of Industry Analysts who research and report on their specialist categories all year round.

      Our collaborative approach to research means that these industry teams are in constant dialogue with industry players and opinion formers. The planning of our research programmes reflects latest market trends and industry events. In completing each update project, this provides invaluable input to the testing, review and finalisation of our data.

      The specialist in-house teams bring together findings from all stages of the annual research process. They work closely with in-country analysts, assess and challenge data and exercise final editorial control over the publication of new data and analysis.

      Country and regional analysts

      Our in-country analyst network is managed by country and regional analysts in our offices around the world. Working closely with each in-country team, the regional research management team ensures that all country researchers are well schooled in best practices, from the information collected in store checks, to the dialogue we build in trade surveys. Our country analysts ensure that national reports explain the data trends and provide clear insights into the local market’s dynamics.

      In-country research network

      To deliver fresh insights every year in countries all around the world, we believe the strongest approach is to use analysts on the ground. They bring fluency in local language, physical proximity to the best sources, an ability to engage directly with local industry contacts, and an awareness of how the products and services we study are advertised, sold and consumed. These are essential parts of our ability to report incisively on these markets.

      Research Methodology

      Our research methods

      Each Euromonitor International industry report is based on a core set of research techniques:

      Desk research

      With industry events, corporate activity, trends and new product introductions tracked year round by our industry team, desk research provides a starting point for the in-country research programme. Our in-country researchers will access the following sources:

      • National statistics offices governmental and official sources
      • National and international trade press
      • National and international trade associations
      • Industry study groups and other semi-official sources
      • Company financials and annual reports
      • Broker reports
      • Online databases
      • The financial, business and mainstream press

      Accessing sources is only the first step. The ability to interpret and reconcile often conflicting information across multiple sources is a key aspect of the added value we provide.

      Store checks

      Store checks are an integral part of our methods for product industries. Carried out on the ground across a relevant mix of channels, the information gained provides first-hand insights into the products we are researching, specifically:

      • Place: We track products in all relevant channels, selective and mass, store and non-store
      • Product: What are innovations in products, pack sizes and formats?
      • Price: What are brand price variations across channels, how do private label’s prices compare to those of branded goods?
      • Promotion: What are marketing and merchandising trends, offers, discounts and tie-ins?

      Findings are cross-referenced with brand share data analysis. The results, combined with the findings of desk research, provide a strong basis for identifying key areas of questioning to take forward into our trade survey.

      Trade survey

      Interaction with global players at corporate HQ and regional levels is complemented by unique local data and insights from our in-country trade surveys around the world. Through the high profile of the Euromonitor International brand, we are able to talk directly to a wide range of sources and therefore inform our analysis with the knowledge and opinions of the leading operators in the market.

      Trade surveys allow us to:

      • Fill gaps in available published data per company
      • Generate a consensus view of the size, structure and strategic direction of the category
      • Access year-in-progress data where published sources are out of date
      • Evaluate the experts’ views on current trends and market developments

      In building our composite industry view, we engage with a variety of personnel in key players at all points of the supply chain: materials suppliers, manufacturers, distributors, retailers and service operators. We also interview desk research sources: industry associations; study groups; and third party observers from the trade and financial press.

      Our objective is to engage in conversation with trade sources in which we exchange ideas and views on the industry, sharing our work-in-progress findings on supply/demand dynamics and potential. This dialogue enhances both parties’ understanding of the local market. The scope and reach of our trade survey also serves to eliminate bias (intentional and unintentional) from any single source.

      Company analysis

      At a global level, our company research combines our mix of industry interaction and use of secondary sources such as annual accounts, broker reports, financial press and databases. From a data perspective, the aim is to build “top-down” estimates of major players’ total global and regional sales.

      At a country level, in line with local reporting requirements, we access annual accounts, national-specific company databases and local company websites. These are all invaluable sources as we build a view of each domestic player’s size and position within very specific categories of the industry.

      Forecasts

      Data projections and future performance analysis are key elements of Euromonitor International’s market intelligence. Working with historic trends of 15 years or more, a key aspect of our trade survey is to engage industry insider views of the next five years. Will volumes maintain their historic trend? Will price increases or falls of recent years continue, accelerate or slow down? Will increasing demand for one product cannibalise sales of another?

      Forecasts represent many of the essential conclusions we have reached about the current state of the market, how it works and how it behaves under different macro and micro conditions. Our written analysis will state the assumptions and the trade opinion behind whether our predictions are optimistic or pessimistic, so that clients can use our statistical forecasts with confidence.

      Data validation

      All data is subjected to an exhaustive review process, at country, regional and global levels.

      The interpretation and review of sources and data inputs forms a central part of the collaboration between industry teams and country researchers. Numbers are delivered to regional and global offices with an audit trail of sources and calculations to allow for a thorough evaluation of data sense and integrity.

      Upon completion of the country review phase, data is then reviewed on a comparative basis at regional and then at a global level. Comparative checks are carried out on per capita consumption and spending levels, growth rates, patterns of category and subcategory breakdowns and distribution of sales by channel. Top-down estimates are reviewed against bottom-up regional and global market and company sales totals.

      Where marked differences are seen between proximate country markets or ones at similar developmental levels, supplementary research is conducted in the relevant countries to confirm and/or amend those findings. This process ensures international comparability across the database, that consistent category and subcategory definitions have been used and that all data has been correctly tested. We make sure that possible discrepancies between different published sources have been reconciled and that our interpretation of opinion and expectation from each country’s trade sources has been applied to form a coherent international pattern.

      Market analysis

      Another integral part of all our research programmes is that all Euromonitor International data is accompanied by clear written analysis. From a research perspective, this explains and substantiates data findings. From a client perspective, this offers unique insights into local consumption trends, routes to market, brand preferences, channel dynamics and future trends.

      Our country level analysis also provides invaluable input into the ability of our central industry specialist teams to marry local insights with strategic conclusions on the direction of the market regionally and globally.

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